Enterprise Game - Close Observation of Culture

Author: Guo Zilin
Publisher:
Publish Date: 2000-07-01
Features: The Enterprise Game is the perspective, experiences, thoughts, and reflections of an enterprise game participant, possessing strong authenticity and emotional impact. The book is filled with brilliant ideas and unique observations, leaving readers pondering long after reading it. — Zhang Shuguang, Renowned Economist
Zilin is a broad-minded individual with a passion for writing. The Enterprise Game is his systematic work, and the writing process also systematized his thoughts. Those skilled in speech may not always produce eloquent words, but those who aim to establish principles face the challenge of weaving them together. This book belongs to the latter. Therefore, he is likely to become a Chinese enterprise figure with a vast body of works. — Fang Xiangming, Senior Media Professional
The Enterprise Game – Close-up Cultural Observation
In this book, Mr. Guo Zilin discusses the successes and failures of enterprise management. With a witty and humorous style, he fulfills his long-standing desire to explore the depths of corporate culture through his research. Through his own creations, he presents vivid pictures and heartfelt reflections, much like the insights shared by Davenport in his book Business Thinking. As Davenport pointed out, entrepreneurs writing books are "providing popular interpretations and explanations of the relationship between enterprise operations and culture within the context of business operations, compiled for others to understand." In this regard, Mr. Guo Zilin has succeeded.
In The Enterprise Game – Close-up Cultural Observation, Mr. Guo Zilin touches on various aspects such as human-enterprise collaboration, division of labor management, capital operations, and human resources. He portrays culture as a social right factor in enterprise operations, vividly depicting the inevitable conflicts between interests and values, system construction and innovation, self-interest and altruism, as well as the direct responsibilities, rights, and benefits arising from employee interests and enterprise management. Perhaps the true intent of entrepreneurs lies in cultivating a mindset that transcends conventional thinking and practice, attracting attention to the forefront of innovation through the "game equilibrium" principle, and playing a five-minute game of enterprise profits and human growth with us all.
In the operation of enterprises, any on-the-job personnel should understand the essence of "corporate culture." It can be found in internal publications, memos, business negotiations, employee gatherings, and even in private conversations. Although many entrepreneurs have repeatedly advocated for corporate culture and called for respect for individual employee rights, it has almost become a universally recognized belief among business owners and operators. However, it is rare to see it formally included in company creeds.
Although cultivating this corporate culture in every employee’s mind may take a long time, and no company holds a patent on corporate culture, once you achieve this, your enterprise will benefit immensely in every aspect. That is to respect humanity, promote human-centered values, and use a culture and communication style that most employees of the enterprise as the principle for handling matters.
It is precisely these simple and ordinary truths that Mr. Guo Zilin has used a fresh and lively tone to summarize the successful experiences of corporate culture in China, elevating them to an era where perhaps we lack in management philosophy and cultural trends. Written in an easy-to-understand style, closely aligned with the spirit of the times, it allows us to understand the experiences of enterprise operations, and this experience is the very resource that will inspire China to develop better strategic management models in the future.
Today, we are fortunate to experience the heart of a private entrepreneur who has spent over a decade in the business world. Whether the experiences are positive or negative, their value far exceeds what remains confined to books or classrooms so far. In this sense, we commend Mr. Guo Zilin’s game-like observation of corporate culture: "When everyone is praising you, in other words, I’ll say it bluntly, or you won’t remember it!"